MGT2000 11.4 Written Assignment (1).docx

This seems like a dream come true taking a small

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This seems like a dream come true, taking a small business and growing it into a nationwide chain. However, your best friend has a word of warning. He says that growing so fast isn’t always the best way to go. He tells you about Jim Picariello, who had a small business making all- natural ice pops. Picariello began making the pops himself, at home, but in just two years, he expanded into a 15-employee company with a 3,000-square-foot facility. But when the recession hit, all of his funding dried up, he couldn’t afford to make payments on his manufacturing equipment, and he eventually had to lay off all of his employees and declare bankruptcy. Then he tells you about Toyota. For decades, the company had a sterling reputation for making quality vehicles. But when it made rapid expansion its overall priority, the quality of its cars suffered and it was forced to recall 11 million vehicles. “Definitely not where you want to be,” your best friend concludes. So what should you do? You don’t want to turn down an opportunity to expand your business and make more money. But you also don’t want to lose what you have by growing too fast. What to do? 2 Questions: 2 Source: Laura Petrecca “Fast growth isn’t always good” USA Today, 13 Sept 2010, 1B-6B.
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As the owner and manager of this small business, what pace of growth do you think is ideal—slow or rapid? Why? What steps could you take to make sure that the quality of your products, and the customer service your employees offer, do not suffer with expansion of the business?
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